post award operations at partners healthcare research management ncura region i radg meeting...
DESCRIPTION
3 Structure Corporate Director 7 Managers 30 Grant Administrators 8 Agreement Associates 4 Contracts Administrators 3 Grants and Contracts Analysts Responsible for 19+ distinct transactions Over 15,000 individual transactions processed in FY15 Post Award TeamTRANSCRIPT
Post Award Operations at Partners HealthCare Research Management
NCURA Region I RADG Meeting
December 3, 2015
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• Research Management is the central research administration office for all Partners hospitals including:
Massachusetts General Hospital
Brigham and Women’s Hospital
McLean Hospital
Spaulding Rehabilitation Hospital
• Research Management teams include:
Pre-Award
Post-Award
Research Finance
Other: Training, Analytics, Cores, Research Applications
What is Partners?
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• Structure
Corporate Director
7 Managers
30 Grant Administrators
8 Agreement Associates
4 Contracts Administrators
3 Grants and Contracts Analysts
• Responsible for 19+ distinct transactions
• Over 15,000 individual transactions processed in FY15
Post Award Team
Post-Award Transactions
Does not include Prior Approval Requests and Salary Changes (approx. 4,000 annually)
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• Tracking a wide variety of transactions
• Increasing volume
• Increasing complexity of non-DHHS diverse sponsors
• Knowing where to focus our compliance efforts
Post-Award Challenges
Partners Research Revenue Trends by Sponsor Type
• How do we do more with less time and resources?
1) Make the same data accessible to both central and department2) Institute pending worklist tracking and standard turnaround time
expectations3) Create targeted financial metrics report
• Use of reporting tools promotes our goals and values:
Transparency Efficiency Accountability Service
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Reporting Tools
• Each transaction is tracked with various statuses and responsible party E.g. Subcontract Agreement Out:
Requested [Initiate status] Pending Docs from DA/PI Pending DA/PI Appvl Assigned Partially Executed In Negotiation Fully Executed [Complete status]
E.g. Award Renewal/Revision: Pending* Received [Initiate status] Pending Post GA Pending DA/PI Pending Sponsor Complete [Complete status]
• Status is transparent to the central office and department-specific PI/DA
• Allows follow up on items not yet received*
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Data Accessible to Central and Departments
Data Sample: Subcontract Agreement Out
• Data is compiled on a pending worklist that can be run at any time
Organizational tool to combat high volume
Gives ability to focus on at risk items
• Worklist buckets transaction based on days pending: On Track At Risk Target Missed
• Each transaction has a defined turnaround time goal E.g. New award setup goal is 21 days
0-14 days = On Track14-21 = At Risk+21 = Target Missed
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Pending Worklist and Turnaround Times
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Sample Worklist
•List is run monthly by Post GA portfolio
•Highlights true risk areas
•Post-Award GA follows up with appropriate parties (department/sponsor/Finance) to create an action plan
Fund monitoring important than ever with DHHS’ implementation of Subaccounts
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Targeted At Risk Financial Reporting
•Advance funds: over 90 days again with 25% of anticipated annual budget spent
•Underspending: 25% or more under budget in last quarter of the budget period
•Accelerated spending: overspent 25% or more into next budget period’s anticipated budget
•Renewal delays:
50K+ cash deficit; no renewal received/processed
Renewal not received 90+ days into the next budget period
•Cash deficits: 50K+ cash deficit in last year of project period
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Financial Reporting: Risk Areas to Focus On
• How do you get these tools to your institution: Ask- you never know what your institution or certain people can do Tell your leaders to invest now to save future resources Use Excel to track and build turnaround and financial risk formulas Use SharePoint, Access, etc. to build a shared database
• Tips to designing your own tracking tools: Focus on true risk areas- don’t let the little things monopolize your time Create conclusive formulas for defining risk- have less debates and spend more time
doing work! Set standards for turnaround times and fiscal health- you need to objectively gauge
how well you and your organization are doing
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Takeaways
